UCLA Graduate Catalog 1980-81 - Registrar - UCLA

198 1 MANAGEMENT
and dynamic economic considerations. Applications
in selected industries and public systems.
Mr. Erlenkotter
243A. Project Management . Prerequisite: course
407 or equivalent. Management of development
projects. Decision-making environment, economic
analysis, network analysis, scheduling, and control
of development projects. Sequential and aggregate
development decisions. The Staff
243B. Inventory Theory. Prerequisite: course 210B
or consent of instructor. General discussion of
inventory models with emphasis upon characterizing
the form of optimal policies and efficient computational
methods. Both deterministic and
stochastic and discrete and continuous time models
are considered. Mr. Lippman
243C. Scheduling Models for Intermittent Systems
. Prerequisite: course 407. Scheduling models
and results for single machine, flow shop, job shop,
and resource-constrained project networks.
Approaches studied include classical models,
recent heuristic approaches, current research in
coordinated interaction of computer models, and
man-machine interaction. Mr. Nelson
244. Policy Issues in the Management of Operations.
Prerequisite: second-year status. Case
analyses centering on the operations phases of
enterprises. Cases selected are at the policy level
and are drawn from service, nonmanufacturing,
and manufacturing industries. Mr. Buffa
245A. Special Topics in Operations Management.
Studies of advanced subjects of current interest in
operational management. Emphasis is on recent
developments and the application of specialized
knowledge to operational problems. Topics change
each offering and, in the absence of significant duplication,
the course may be repeated. The Staff
245B-245C. Survey of Operations Management.
Prerequisite: Enrollment in the master's or the doctoral
programs. Survey of the research literature in
operations management. Seminar reports dealing
with special topics. The Staff
246A. Policy Analysis in the Pubtic /Not- for- Profit
Sector. Prerequisite : completion of the management
analysis requirement for the MBA Program.
Application of several analytic techniques for
policy analysis . Specific topics include forecasting/
scenario writing , multiple objective decision making,
cost analysis , risk /benefit analysis , and social
experimentation . Limitations of methodologies will
be examined and concepts illustrated through current
applications and case studies.
Mr. Andrews, Mr. Zumeta
246B. Budgeting and Resource Allocations in Public/Not
-for-Profit Sector. Prerequisites: courses
403, 408, 246A, or consent of instructor. Examines
resource allocation objectives/techniques used in
federal, state, and local government. Budget
analyzed as planning device, vehicle for allocational
decision making, financial control mechanism,
crucible for political choice. Provides some
insight into staff function performed by those
responsible for resource allocation. Mr. Zumeta
246C. Policy Implementation in the Public/Notfor-Profit
Sector. Prerequisite: courses 246A, 246B,
or consent of instructor. Emphasizes problems,
strategies, techniques for implementing policies
within the organizational context. Relates public
interest needs for accountability and responsibility
to the organizational/managerial needs for security
and advancement. Includes consideration of public
sector entrepreneurship, public personnel management,
public sector consulting. Mr. Zumeta
247A. Inter-Organizational Strategies in the Public/Not
-for-Profit Sector. Prerequisites: Consent of
instructor. Consideration of public/not-for-profit
organizations as members of a network from point
of view of strategies for managing entire network
and managerial implications for an individual,
focal organization. System structure, transactions,
levels of collaboration, competition, and dependence.
Mr. Boje
248. Special Topics in Public /Not-for -Profit. Prerequisite:
consent of instructor. Studies of advanced
subjects of current interest in public/not-for-profit
management. Emphasis is on recent developments
and the application of specialized knowledge to
public/not-for-profit problems. Topics change each
offering and, in the absence of significant duplication,
the course may be repeated for credit.
The Staff
250A . Human Resource Management . Prerequisite
: consent of instructor . First part of a twocourse
sequence focusing upon the processes and
problems of managing human resources. Topics
include people as resources ; nature of human
resource management ; human resource planning;
designing and organizing tasks and roles; and
acquiring and allocating people.
Mr. Fogel , Mr. Massarik
250B . Human Resource Management . Prerequisite:
course 250A. Topics include development and
training ; human resources accounting ; behavioral
foundations of participating management ; motivation
, productivity, and satisfaction ; designing
reward systems ; and evaluation of organization
effectiveness . Emphasis on understanding , predicting,
and influencing human behavior in organizations
. Mr. Kleingartner , Mr. Massarik
250C. Systems of Employee -Management Participation.
Prerequisite : consent of instructor . Course
designed to provide understanding of systems of
employee-management participation around the
world (apart from traditional collective bargaining
systems). Specific concepts such as worker participation
in decision making, industrial democracy,
joint consultation , workers' councils , profit sharing
will be covered.
Mr. Adizes, Mr. Meyers
251. The Management of Labor Relations. Consideration,
at an advanced level, of the collective
bargaining process, the labor-management agreement,
the administration of the contract, and the
impact of public policy on the management of
industrial relations. Case studies, field trips, and
visiting lecturers will be part of the seminar curriculum.
Mr. Hutchinson, Mr. Meyers
252. Law and Governmental Policy in Industrial
Relations. Prerequisite: course 409. Governmental
policies on employer-employee relations; historical
background; constitutional and common law principles;
application of Taft-Hartley, Labor Reform,
Antitrust, Anti-Injunction, Fair Labor Standards,
Workmen's Compensation, and other acts; trends
and proposed legislation on labor-management
affairs. Mr. Fogel, Mr. Meyers, Mr. Mitchell
253A. Negotiation and Conflict in Organizations.
Prerequisite: graduate status. The occurrence and
management of differences throughout the
organization. Furnishes a multidisciplinary understanding
of conflict phenomena in general, plus an
appreciation of critical parameters shaping conflict
in specific organizational arenas. Also reviews the
arsenal of conflict-management techniques.
The Staff
253B . Conflict Resolution in Labor - Management
Relations. Prerequisite: graduate status. Analysis
of conflict in the employment relationship.
Theoretical and empirical findings are examined.
Principles and philosophies that underlie resolution
of labor-management impasses are considered
with emphasis on grievance procedures, arbitration,
mediation, and factfinding. Mr. Prasow
254. Analysis of Labor Markets. Prerequisite: consent
of instructor. Problems of verifying hypotheses
concerning labor market behavior and the application
of data to managerial problems. Problems of
operationally defining labor market concepts. Critical
evaluation of available labor market data. Case
studies applying these data to managerial problems.
Mr. Fogel, Mr. Mitchell
255. Comparative Industrial Relations. Prerequisite:
course 409 or an elementary knowledge
of labor economics. At national and international
level, historical and contemporary analytical comparison
of industrial relations systems within their
political, social, and economic environments.
Included are: the institutions, philosophies, and
ideologies of labor, management, and government,
and the interaction of their power relationships;
the substance and manner of determination of
"web of rules" governing the rights and obligations
of the parties; and the resolution of conflicts.
Mr. Hutchinson, Mr. Meyers
257. Labor -Management Relations in Public and
Nonprofit Sectors. Prerequisite: graduate status.
Analysis of labor-management relations in government,
including public education, and in nonprofit
institutions (i.e., artistic, cultural, recreational, and
health care). Emphasis is on negotiations and group
relationships
administration.
rather than on public personnel
Mr. Kaplan, Mr. Prasow, and the Staff
258. Selected Topics in Industrial Relations. (Yi to
1 course ) Prerequisite: open primarily to Ph.D. candidates
but also to others with consent of instructor.
An examination in depth of problems or
issues of current concern in industrial relations.
Emphasis on recent contributions to theory,
research, and methodology of special interest to
advanced doctoral candidates, the academic staff, or
distinguished visiting faculty. May be repeated for
credit. The Staff
259A. Manpower Planning and Evaluation. Prerequisite:
course 254 recommended. The developments
of programs and practices to meet manpower
goals of individual labor force participants, business
firms, and communities. Examination of techniques
for the evaluation of such programs.
Mr. Fogel, Mr. Mitchell
259B. Utilization of Minority Manpower. Prerequisite:
course 254 recommended. Examination of
the experience of minority groups - blacks,
Chicanos, women, teenagers - in labor markets and
employing institutions (business firms, governments,
unions). Consideration of equal employment
opportunity programs in firms and of societal
antidiscrimination programs. Guest speakers as
appropriate. Mr. Fogel
260A. Advanced Marketing Management. Prerequisite:
course 411 or consent of instructor. A
decision oriented course concerned with the solution
of product, price, promotion, and distribution
channel problems. Extensive use will be made of
case studies. Ms. Scott, Mr. Weitz
2608 . Marketing Strategy and Planning. Prerequisite:
course 260A or consent of instructor. A
framework for strategic marketing planning is
developed. The cornerstones are the analysis of a
few, yet powerful, conceptual frameworks which
have broad application. Within the framework of
the strategic marketing plan, key elements in the
annual marketing planning process will be
developed. Mr. Weitz
261A. Management in the Distribution Channel.
Prerequisite: course 260A or consent of instructor.
An examination of decisions in the distribution
channel. Issues of power in the distribution channel
and the tradeoffs between alternative channel
systems are discussed. Ms. Scott